What is the difference between coaching and training?

Coaching is more customized, while training is more generic. When Greg coaches people, he customizes his responses to the precise needs of the client. When he trains, he delivers a set of practices and processes that are of value to everyone in the room. While coaching does occur in the training context, there’s not much time for lots of personal attention.

Why hire a coach or trainer?

Every great athlete has a coach. Senior executives often have coaches too, though they’re not always called that. The rationale for having a coach is simple: you can’t see your own swing. This applies whatever the context—in sales one-on-ones, team meetings, public presentations, or wherever. A smart, empathetic, experienced observer can help you identify and overcome the issues that will take you from “okay” to “good” to “great.”

From an institutional perspective, a good trainer offers an excellent return on investment by helping to reduce attrition, increase productivity, and build the company’s brand.

The data back this up. According to a Sales Executive Council research report, providing your salespeople with as little as three hours of coaching per month can help them achieve, on average, 107% of goal compared to 88% of goal for those who do not get coached. HR Chally found that coaching is the #1 factor among the top 22 factors for driving business results.

Why hire Greg Blackwell?

Broadly stated, there are five reasons to hire Greg as a coach or trainer:

• His experience. As a salesperson and a manager of salespeople, he’s walked a million miles in your shoes. He’s learned why some people succeed and others fail. He has the personal sensibility and professional toolkit to make you a winner.
• His track record as a sales professional and as a coach and trainer. As a sales professional in the paper industry, he rose from #14 to #3 in 18 months. As a rookie professional advisor, he was #3 in a class of 25 at bringing in new assets. As a wholesaler, he took his territory from next to last place (17 out of 18) to 2nd place in two years selling financial assets. As a branch manager, he won Rookie Manager of the Year for turning around the branch. The next year, he won Manager of the Year for turning around the flagship office in New York City. As a divisional sales manager, he took the East Coast division of a major company from $2.4B to $3.2B in two years, surpassing the Western division. And as a coach and trainer, he’s consistently helped his clients increase their productivity.
• His unique ability to dial in on the root issue that’s holding you back, and then craft practical strategies and tactics to help you bypass those obstacles.
• His ability to communicate in a clear, honest yet diplomatic way. Honest feedback can sting. Greg tells the truth—compassionately.
• Who he is. Greg regularly gets feedback that he’s fun, persuasive, articulate, intelligent, thought-provoking, and persistent (in a good way!).

Why did Greg become a coach and trainer?

He has a passion to help talented people do better. Over the years, he’s learned what it takes to succeed, not just at your job but in your life. There came a time when his main priority became to share what he’s learned with others. Greg wants to help other people—people he sees himself in—have rich and rewarding lives.

What are Greg’s formal training and qualifications?

He’s spent 29 years in the trenches, learning what it takes to succeed (and not succeed)! Over the years, he’s turned what he’s learned into a toolkit of practice and processes whose sole purpose is to help people achieve their potential for greatness.

Greg has also received a great deal of formal training, including the Wharton Business School’s Securities Institute, Sequoia Systems International, Fusion, S.P.I.N. Selling, and many more. He has received coaching certification through CCG Consulting.

What happens when we work together?

In the coaching context, Greg starts with an initial conversation to get clear on what he and his client are trying to accomplish, and in what time frame. They do a reality check—are your goals realistic?—and a fit check—are you right for each other?

If they decide to work together, they agree on a monthly retainer. Typically, clients talk with Greg every two weeks, though it can be more or less frequently. Greg’s coaching relationships usually last three months to several years, depending on the client’s objectives.

When Greg works as a trainer, you and he will agree on a program that can last from a half day to three days.

What kind of professionals does Greg work with?

Greg works with people who are in sales across a broad range of industries. While his main focus over the years has been on the financial services industry, he can help you regardless of your industry. If you’re in sales and don’t have a business plan, he can take you up the ladder from your current state to great.

How can I measure results?

Early on, you and Greg will decide on metrics. The specifics will depend on what you’re looking to achieve. For instance, Greg had one client who was in the bottom quartile among his peers. Their goal was to get him to the second quartile (from last to second) within six months. With another client, their metric was to up the number of sales appointments per week from 12 to 20. With a third client, it was to improve the conversion rate from 20% to 30%.

Just as metrics are established for a single individual, in the training context metrics can be established for an entire team.

Not all goals lend themselves to metrics. For instance, if you want to lower your life stress, that probably can’t be measured (though blood pressure is a possibility!). Another example of where metrics can be difficult: improve your relationships with team members.

What kind of return on investment should I expect?

If you don’t get a two to one or better return on your investment within twelve months, you and Greg have both made a mistake.

I’ve been getting coaching from my manager for free. Why should I pay Greg?
Your manager is a professional manager, not a professional coach. He may or may not be skilled; he may or may not have the time to focus single-mindedly on you and your situation, like Greg.

Just as importantly, you can’t afford to be transparent with your manager. You can speak your truth to Greg.